Work History

Work History

Construction Supervisor/project Manager

Planning and Construction Supervisor/Project Manager function within the MOC Upstream Organization was responsible for all planning and construction activities associated with preparing for the development of a new natural gas field. Led a construction team consisting of nearly 100 employees in the development of drilling locations, pipeline design and installation, facility design, mechanical installation, and cost savings initiatives. Other responsibilities included local permitting requirements, land relations with surface owners and industry group participation.
Oct 2014 - Present

Owner, Principal

LEAN-TO Consulting, LLC
Owner, Principal Sugar Land, TX Started a consulting business to leverage over 25 years of experience in the oil and gas industry. Areas of experience and service offerings commiserate with profile including Operational Excellence, Project Management, Construction Management, Facilitation, Measurement System Assessments, Asset Due Diligence Analysis, Operations SME, Safety Assessments, Engineering Package Review and Technical Writing.
Oct 2012 - Oct 2014

Manager, Loss Control

Manager, Loss Control Covington, LA Responsible for a staff of measurement professionals with accountabilities to provide expertise to the organization in the area of custody measurement and quality. This includes process ownership for quality measurement, crude oil quality, inventory management, lab analysis, crude blend quality and defining maintenance and operating parameters for equipment. These responsibilities include customer relations, associated with connection agreement definition and complaint resolution. Responsible for working with engineering and project teams to specify, design and implement measurement and quality stand-alone projects, as well as supporting these efforts on large integrated projects. Collaboration with engineering and projects on process improvements and standards. Lead role on strategic teams working to implement cultural and organizational changes to match changes in the market depends. These activities included Operational Excellence, Management of Change, Service Life Cycle for Business Development, Project Process improvement and marketing efforts with Pipeline Companies business development.
May 2012 - Jul 2012


Williams Midstream Company
Manager-Facility Projects(OVM) Moon Township, PA Responsible for a staff of Project Engineers, Contract Engineers and Project Managers, as well as direct Project Management for a Cryogenic Plant, Fractionation Facility, Compressors Stations, more than 20 Central Receipt Points and several Pipeline Interconnects. Included all phases of the project: initiating(charter), planning, executing, control and closing. Took the role when the Caiman Energy assets were purchased. Many challenges associated with the transition, not only implementing changes to meet Williams but also industry standards. Included the need to correct safety issues with the original design. Worked successfully to meet aggressive start-up timelines of the third phase of the Cryo and the first phase of the Frac plant. These efforts accomplished by leveraging external engineering firms with a good performance history, getting senior management input to approve direction and looking for parallel paths and creative solutions to resolve problems. Hired staff to support all the work associated with these assets, not only the current needs but anticipated future needs.
Jan 2012 - Apr 2012

Senior Project Manager

Williams Midstream Company
Senior Project Manager(LMM) Moon Township, PA Responsible for Project Management for several midstream compressor station projects. Included all phases of the project: initiating(charter), planning, executing, control and closing. In addition to the four projects assigned, also served as a mentor to other project managers and consulted on their projects. Consultation ranged from contractor management, design issues and safety. Served as a leader in the group and was a champion for safety programs on construction sites, starting a weekly safety audits program. Also took a leadership role in conducting Lessons Learned reviews for completed projects and broader sharing of those results. Created a tool-box for the project engineers and project managers to help promote consistency among the team.
Sep 2010 - Dec 2011

Project Manager

Alyeska Pipeline Service Company
Project Manager Anchorage, AK Responsible for Project Management for the Trans Alaska Pipeline System(TAPS). Included all phases of the project: initiating, planning, executing, control and closing. Assigned the most critical projects for Alyeska. The projects fell into two categories; integrity and continued flow. The integrity projects involved bringing critical below ground infrastructure above grade such that it could be inspected. There were five pump stations with defined integrity issues; including a failure that occurred in January 2011. The four projects of responsibility had a total installed cost of~ $80 million. The continued flow projects were associated with the continuing decline of production and therefore through-put on TAPS. With declining flow comes serious operating issues and concerns of ice and wax formation during winter operations. The Crude Oil Heating and Heat Retention suite of projects consisted of recommendations by an engineering and operations team led during late 2010 and early 2011. The suite of projects was to be developed over a six to eight year period. The entire suite held a total installed value of between $500 million and $800 million. Reinsulating the pipeline which was part of the research would have been an additional $800 million to $1 billion installed. Led the organization by developing the suite of projects to have a building block approach and ability to spread the capital investment, defining the program management staffing requirements, developing the business plan and presenting to the Owner Company representatives. Collaborating with operations and other subject matter experts to bring the best solutions forward.
Sep 2008 - Sep 2010

Project Manager

Willbros Engineering/EPC
Project Manager Tulsa, OK Responsible for Project Management for energy industry clients. Included all phases of the project: initiating, planning, executing, control and closing. Took on proposal submission responsibilities, including overseas proposals for locations such as Abu Dhabi and Libya. Created tools to improve internal performance of project teams, including proposals guidelines, FERC filing support activities lists and international subcontractor lists. Played a lead role in establishing an Alliance with a gas transmission company. Continued to have an ongoing leadership role in creating tools and standards for the alliance once the working arrangement was underway. Managed four large projects and thirteen smaller ones for this client, with a total installed value of over $150MM. Projects ranged from capital maintenance to growth projects.
Feb 2007 - May 2008

Construction Supervisor/project Manager

Marathon Oil Company
MOC) Planning and Construction Supervisor/Project Manager Grand Junction, CO
Nov 2004 - Feb 2007

Special Projects Coordinator

Marathon Pipe Line(MPL)
Special Projects Coordinator Findlay, Ohio The Special Projects Coordinator position was a function within the MPL Business Operations and Planning(BO&P) department. BO&P was responsible for tactical business and commercial development as well as the long term strategic plan for MPL. Specifically, the Special Projects Coordinator role involved the mechanical feasibility, economic analysis and support for projects impacting MPL assets. Was in a leadership role for the MPL asset development to support major refinery upgrades and expansions. Pipeline expert to the project as well as the business relationship arm. Role required the effective communication and scope development with engineering, supply and distribution, marketing and MPL pipeline processes. Strategic Planning meetings and logistics teams were two mechanisms utilized to drive results and build relationships. Engaging in and helping to lead the engineering process, supporting the communication planning, risk analysis and underlying project tools has served as a team foundation. As part of this role participated in and led due diligence reviews of pipeline assets being considered for purchase from other owners in industry. This activities included field visits and data room activities, followed by recommendations and reports related to strengths and risks associated with the given asset.
Jun 2002 - Nov 2004

Operations Superintendent

Marathon Ashland Pipe Line
Operations Superintendent, Martinsville Region Martinsville, Illinois The Operations Superintendent position entailed a range of responsibilities and roles including manager, stakeholder, project lead and executer. This position encompassed responsibilities including region leadership, conflict resolution, process support, assuring conformance with approved processes, driving process improvements, managing abnormal operations, providing subject matter expertise, risk management and disciplined decision making, liaison with third parties, and emergency response incident command functions. Directed day-to-day operations and maintenance as well as reactive operations and maintenance for the six operating areas in the region. This direction included review and approval of all project work and work plans. Served as a liaison with corporate process owners, providing subject matter expertise from the field perspective. Led cross-functional teams to improve processes including project planning and response to abnormal situations. Responsible for submitting and managing a $17 million Region budget. Approximately 100 operations and maintenance technicians and leaders reported to the Superintendent.
Jul 2001 - May 2002

Pipeline Commissioning Manager

Marathon Ashland Pipe Line
Centennial Pipeline Commissioning Manager Houston, Texas Led third party Engineering firm in the development of the detailed commissioning plan including the strategic and operational objectives. Provided problem resolution for product quality issues, pipeline cleaning, regulatory issues and interface with two partnering companies(TEPPCO and Duke Energy). Effectively communicated corporate importance of the project to District Operations Managers to provide personnel to staff the efforts. Continually monitored the four construction projects leading up to commissioning and kept the development of the commissioning plan off critical path. Created work schedule and facilitated training for 100 employees involved in commissioning process. During commissioning managed the employees and efforts through and ICS like structure and detailed plan.
Feb 2001 - Jul 2001


Marathon Ashland Petroleum
Project Specialist Findlay, Ohio Played a lead role on a feasibility study team reviewing a large project for corporate growth. Uncovered critical details regarding the assets in question through extensive research. Led group discussions in analyzing the information gathered both from an operational perspective and a financial perspective in terms of risk and ROI. Presented the proposal and recommendation to executive management.



Defiance College
1992 - 2000


Tiffin University


Ohio State University University of Findlay

Defiance College



Over twenty-five (25) years in the oil and gas, energy sector. Success throughout career as a contributor and manager, building effective relationships across the organization with equal ability to relate and communicate among technicians, peers and senior management.  A leader in operations, major projects and organizational change as both primary functions and secondary function serving as an internal consultant. Deep understanding and skills in process improvement, management of change and operational excellence strategy and implementation. Proven ability to leverage skills and relationships built on trust and respect to implement improvement changes in the face of adversity. Built and sustained tool kits to facilitate managing as well as sharing information with various stakeholders. Hold a Master’s Degree as well as PMP and Six Sigma Green Belt certifications with additional experience in TapRoot Analysis.